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Article
Publication date: 4 April 2016

Giorgos Bithymitris

This paper examines the preconditions of the strike at the Greek steel company Hellenic Halyvourgia (HH) which started on 1 November 2011 and ended on 28 July 2012. The purpose of…

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Abstract

Purpose

This paper examines the preconditions of the strike at the Greek steel company Hellenic Halyvourgia (HH) which started on 1 November 2011 and ended on 28 July 2012. The purpose of this paper is to contribute to the understanding of current labour disputes in the context of economic crisis focusing on previous developments of mobilisation theory and social movement literature. The overall aim is to highlight the linkages between trade unions and society when a broader sense of injustice comes to the fore.

Design/methodology/approach

Qualitative methods were employed in order to contextualise the strike events and examine the preconditions of the occurrence and the volume of the strike. Semistructured interviews, field notes, interviews taken by the media, documentaries, chronicles and articles, constructed the main body of empirical material.

Findings

The HH case indicates that certain collective identities and leadership qualities account for high mobilisation potential with spillover effects which are in turn conditioned upon the situation of the strikers’ allies. Although there was an agency to transform the sense of injustice into collective action, the framing processes employed by the union did not have the kind of impact that would render state and management’s responses ineffective, as the strike message did not eventually penetrate other industries or even the rest factories of the HH.

Originality/value

The present paper goes beyond the general description of the social turmoil during the Greek crisis by showing the critical bonds that were established through framing and identity-building processes among the strikers and the anti-austerity protesters in Greece and abroad.

Details

Employee Relations, vol. 38 no. 3
Type: Research Article
ISSN: 0142-5455

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Article
Publication date: 11 July 2016

Graham Cole

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.

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Abstract

Purpose

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.

Design/methodology/approach

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

Findings

In numerous contexts, leadership ultimately determines whether success or failure will be the end result. Politics, business, and sport are just some of the domains that spring to mind. Effective leaders are able to galvanize their charges and raise performance levels to previously unattained heights. Or as Bill Bradley put it, leadership succeeds by “unlocking people’s potential to become better”. Few would argue with this description by the former basketball player-turned-USA senator. A recent high-profile industrial dispute aptly showcases the galvanizing effect of leadership.

Practical implications

The paper provides strategic insights and practical thinking that have influenced some of the world’s leading organizations.

Originality/value

The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

Details

Human Resource Management International Digest, vol. 24 no. 5
Type: Research Article
ISSN: 0967-0734

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